Strategy-Driven Leadership: The Playbook for Developing Your Next Generation of Leaders, 1st Edition (Hardback) book cover

Strategy-Driven Leadership

The Playbook for Developing Your Next Generation of Leaders, 1st Edition

By Michael A. Couch, Richard S. Citrin

Productivity Press

192 pages | 25 B/W Illus.

Purchasing Options:$ = USD
Hardback: 9780367332266
pub: 2019-11-22
SAVE ~$7.99
Available for pre-order

FREE Standard Shipping!


It’s estimated that U.S. companies spend over $14 billion annually on leadership development (Wentworth and Loew 2013, O’Leonard & Loew 2012.) Match that number to the abundant and growing research that finds most leadership development to be ineffective and the conclusion is a phenomenal amount of waste. A few of the research studies indicate: • A 2015 study by the Brandon Hall Group found that 81 percent of organizations reported that they were not very effective at developing their leaders. Only 18 percent indicated that their leaders were very effective at meeting key business goals (Loew 2015) • A 2017 survey by McKinsey found that a mere 11 percent of five hundred global executives felt that their leadership development efforts achieved desired results (Feser et al. 2017). • In the 2017 CEO Challenge study conducted by the Conference Board, 41 percent of global CEOs reported that their leadership development efforts were of very high or high quality (Mitchel and van Ark 2017). The remedy for this situation is to have business strategy drive leadership development instead of creating programs that match a one size fits all approach to leadership. This book's approach, called Strategy-Driven Leadership Development (SDLD), puts business strategy first. It maintains an emphasis on building leadership programs around what it will take to make the business successful as opposed to implementing a program in the hopes that it will benefit the strategy. The following four components naturally flow within the model: 1. BUSINESS STRATEGY Because strategy is the key driver for each organization, leadership development must flow from it and support the effort to fulfill the strategic mission. 2. ORGANIZATION DEMAND Strategy determines the organization’s demand for talent and skills. Leadership development must seek to enable the skills needed to successfully execute the strategy. 3. LEADERSHIP CAPACITY Once the organization demand is clear, it’s time to assess the capabilities available in the organization. 4. INTENTIONAL LEADERSHIP DEVELOPMENT The gap between organization demand and leadership capacity provides the basis for development efforts that serve the business strategy. This ensures that leadership development is fully integrated with the demands of the business. The result is a differentiated and targeted approach called Intentional Leadership Development, which provides the structure for transforming how leadership development is undertaken. At the heart of this book, however, is the explanation of how small, incremental changes in action and perspective create meaningful changes in the way leadership is developed. The focus is on the leadership behaviors associated with success for any and every company. Some companies may need leaders with better financial acumen while others may require better teamwork for success. These skills are learnable and when the energy of an organization is behind it, then leadership development can be transformational. This is what the authors mean by “retooling” rather than stating that prior leadership efforts have failed and that we must start all over again. There are many good ideas and actions that are currently being played out in leadership programs, but they miss the critical element of tying their efforts to the business strategy. These actions benefit the organization in the following ways: • C-suite leaders, who recognize the importance of developing the next generation of leaders want a program that provides immediate benefits to the organization. By tying development to business strategy, participants using this approach deliver immediate value to the organization. • Human Resource leaders demonstrate strategic value to their business partners by developing leaders who address current and real business issues. They no longer have to hope that the leadership development program will be more than a shiny new nickel whose impact will wear off after 3 months. • Managers will appreciate the concrete and specific actions they can take which will allow them to build leadership development activities into their regular daily operations as opposed to having to find “special time” to work on development, a strategy we refer to as “build it in, don’t bolt it on.” • Up and coming leaders will gain the specific skills and competencies they will need for success in their current and future roles as leaders. Our concept of “mass personalization” means that the system allows everyone to customize their leadership activities to meet their needs while addressing the larger concerns of the business. Retooling Leadership Development changes the way organizations think about and drive their leadership talent initiatives among their current and upcoming leaders. The book is filled with research, science-based information, case studies and practical hands-on tools on why and how this Strategy-Driven Leadership Development model will transform company leadership approaches.

Table of Contents

Chapter 1: Strategy-Driven Leadership Development (SDLD) Chapter 2: The Foundations of Strategy-Driven Leadership Development Chapter 3: Organization Demand: Strategy and Leadership Skills Chapter 4: Assessing Organizational and Leadership Capability Chapter 5: The Solution: Intentional Development Chapter 6: The Intentional Development Process Chapter 7: Coaching Retooled: Building a Cadre of Intentional Coaches Chapter 8: Gauging Impact: Evaluating Intentional Development and Talent Analytics Chapter 9: The Strategy-Driven Leadership Journey Chapter 10: Conclusion: Retooling Leadership Development

About the Authors

Michael A. Couch, MA -- President of Michael Couch & Associates Inc. Michael’s company is a versatile consulting practice focused on dramatically improving the capability of organizations, teams, and individuals. Michael has made a career out of improving the effectiveness of organizations as an internal consultant, a talent management executive, a business executive, and now in his own practice. Due to his diverse background and experience, Michael is uniquely qualified to write this book. Michael is a certified Human Capital Strategist by the Human Capital Institute and a Senior Professional in HR by the Society for Human Resources Management (SHRM). He was the co-founder and resident of the HR Leadership Forum of Western Pennsylvania, on the advisory board of Aero Tech Designs, and was selected for the 2012 Human Capital Executive Research Board. Michael holds an advanced degree in industrial and organizational psychology. He has more than thirty years’ experience in a variety of corporate talent management, organization effectiveness, leadership development, and organization development roles. In addition to his talent management background, Michael has been the managing director for a strategic business unit as well as VP of order fulfillment, including customer service, materials management, manufacturing, production planning, inventory management, and logistics. He has more than twenty-five years’ experience with continuous improvement initiatives, from Quality Circles to Lean Six Sigma, and has led company-wide Lean manufacturing implementations. He is a Certified Six Sigma Green Belt and Champion. Michael is a regular contributor to business and HR publications including The Linkage Leader, HR Perspectives, SHRM OnLine, Talent Management Magazine, TEQ Magazine and the HR Strategic Review. In addition, he contributed to the Employee Communications Guidebook and hosted a weekly podcast, called The Voice of Business Growth, on the VoiceAmerica Business Network. Richard Citrin, PhD, MBA -- President of Citrin Consulting Richard is passionate about helping individuals and organizations achieve their highest potential. As an organizational psychologist, corporate executive, entrepreneur, and president of his own consulting firm, Richard is a highly valued executive coach, trusted advisor, and corporate strategist who has helped his clients generate millions of dollars of additional revenue for their businesses. Richard is a member of the Alan Weiss’ Million Dollar Consultant Hall of Fame and is connected to a global community of consultants who cross refer and recommend books and services. Having published more than thirty articles in professional and peer-reviewed journals as well as in popular magazines, Richard is an accomplished author. He has been quoted in the New York Times and the Harvard Business Review and has appeared on television and radio. Richard has written two books. The first was a highly successful career book, How to Get a Job in Dallas-Fort Worth (part of a national series on career books with Robert Sanford and published by Surrey Press). His most recent book, The Resilience Advantage (with Alan Weiss), was published by Business Expert Press. The Resilience Advantage focuses on new ideas about how to use resilience for personal and professional transformation. Richard’s experience as an organizational psychologist and coach provides him with a wealth of insight and understanding about how leaders develop. In working with health care leaders, including physicians and other health care professionals, Richard developed leadership approaches that provided coaching, mentoring, and modeling as a way of transforming leadership knowledge.

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Management Science
BUSINESS & ECONOMICS / Quality Control
BUSINESS & ECONOMICS / Production & Operations Management
BUSINESS & ECONOMICS / Workplace Culture